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Figure 12.5 Examples: Two Typical Cases of Knowledge Assessment The Knowledge Assessment Program 193 We show two typical cases of applying knowledge assessment to the Japanese companies. The first pattern is a typical case of R&D departments. They prefer to be more innovative. The second pattern is a typical case of operation units. It is important for them to share their experimental knowledge among districts and functions. (These cases do not correspond to a specific company.) Typical Case of R&D Department Ratio of knowledge work pattern for job The first case is the assessment of an R&D department. From the survey of the Knowledge Assets Model, we found that an R&D department tends to recognize that the most important capability to be leveraged in the future is to construct their own research concepts. Furthermore, they recognized that the following knowledge is very important: customer information and market trend, design proposal know-how, cutting-edge technology, etc. It implies that for promoting innovation, the social function of the technology should be considered, as well as technological advantages. However, under the present circumstances, only a few people can utilize the knowledge well. Why can such important knowledge not be utilized? The main reason can be found from the research of the Knowledge Work Pattern Model. The results of the survey revealed that more than 70% of the respondents are analyst-type workers who work creatively, but have low interaction with others. Less than 10% of the respondents are nomad-type workers who work autonomously and have high interaction with others. By comparing with the Knowledge Creating Process (SECI) Model of analyst-type workers and nomad-type workers, we found that the socialization activities (i.e., sharing tacit knowledge by visiting various places inside and outside the company) of analyst-type workers are typically insufficient. By asking the place of acquiring important knowledge, it showed that the source of analyst-type workers’ knowledge is truly limited, such as asking their own group members or investigating on the Web. On the contrary, nomad-type workers like to get knowledge from various sources, for
194 Knowledge Management Tools and Techniques instance, by asking other departments, participating in academic seminars, interviewing university professors, and hearing the customer’s voice directly. Since it is very common that R&D organizations have a high proportion of analyst-type workers, we further investigated why most R&D people tend to be analyst-type workers. From the KM Architecture Model survey, we found that the problem exists in organizational culture and the management style. First, from the question of corporate culture, the results showed that they have good customs for helping each other or motivating each other. However, it is hard to start new activities and it has less opportunity to contact the outside world, especially research staffs, compared with research managers, who recognized this problem strongly. Next, from the question of knowledge vision, the results showed that employees did not recognize that they have a clear vision and it is not reflected in the department’s action plan and the movement of employees. The reason is that the vision of knowledge sharing is not embodied in the support system, such as a cross-functional team for knowledge sharing, and utilizing is not designed at all. To solve the above problems, we consider the following points to be very important for the corporate research laboratory to be more innovative. 1. Share the research hypotheses among each other. 2. Increase external networking. 3. Involve staffs of other divisions in the early stage of research to get vital information. As a conclusion, to raise organizational power, the current workstyle dependent on an individual needs to be changed. We recommend establishing new work practices based on these three ideas. Typical Case of Operation Units The second case is the assessment of typical operation units. They tend to have lots of branch offices and job sites in different areas. The results of the Knowledge Assets survey show that the source of their current corporate value resides in the brand assets, but in the future the customer/market knowledge asset, especially the mechanism for customer maintenance, should be enhanced. At the same time, their planning capability should be enhanced as well. By investigating the awareness of importance and utilization of each knowledge category, we found that the respondents recognized the importance of the experimental knowledge, such as operational know-how and customer contact know-how, etc. Moreover, in the survey of knowledge experts of each category, it had an unexpected result; that is, about 80% of the respondents did not know the expert who had important knowledge. From the answers of these experts, it became clear that most of them, especially those who have experimental knowledge, are located in each branch office or job site, rather than in the head office. Why would the phenomenon occur? The main reason could be found from the Knowledge Work Pattern survey and KM Architecture Model Survey. The results of the Knowledge Work Pattern survey revealed that more than 50% of the respondents are analyst-type workers and more than 30% of the respondents are keeper-type workers who have the same features, such as lack of interaction with others. Less than 10% of the respondents are nomad-type workers. Above all, we saw numerous keeper-type workers as the biggest problem because they are mostly engaged in routine and individual work.
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Knowledge Management Tools and Tech
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Knowledge Management Tools and Tech
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Contents Preface ..................
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Contents vii 13 Hewlett-Packard: Ma
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Contents ix Part III 29 Tools for T
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Preface xi The first book in this s
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To the struggle for knowledge, peac
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Overview: The Social Life of KM Too
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This book is not intended to provid
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“Knowledge sharing can be hampere
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Figure 1.1 Interface for rating kno
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Actually, the concept of KM can be
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Senior VP for communications and In
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Literature Review The rapid adoptio
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“Just as no company will probably
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Allee uses a “holo-mapping” tec
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A true EKP would record the history
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A pilot deployment is highly recomm
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Though IT-based tools for KM can de
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Table 1.2 Properties of Knowledge A
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Table 1.4 continued Overview: The S
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Table 1.7 Overview: The Social Life
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Table 1.8 continued Knowledge Porta
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Table 1.11 Roles and Tools for Onli
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have also been delivered to the bot
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Fuji-Xerox The growth of IT-based t
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funnel, and creativity sessions are
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Part III: Vendor Reports Expertise
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Online CoPs have been deployed at D
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Capacity Create and circulate adequ
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secure company secrets or confident
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KM Metrics Overview: The Social Lif
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Table 1.14 KM Metrics (1) Scope of
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Figure 1.4 Knowledge Management for
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Interview: Knowledge Management at
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Part I
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Knowledge Management at Accenture*
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Figure 2.1 The evolution of Accentu
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subject matter experts. “Communit
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• Discovering, researching, and u
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Figure 3.1 May-Sept 2001 Oct-Dec 20
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edesigning, retesting, and then dep
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Figure 3.2 Pro-forma social & intel
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Plan, Design, Execute . . . Reap? 9
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Lessons Learned Plan, Design, Execu
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4 Power to the People: Supporting C
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was established, leading to a full-
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Supporting Collaborative Behaviors
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Figure 4.1 Actual meetings by month
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ABB’s tool of choice to fulfill t
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Figure 4.4 Features of the e-Meetin
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exist. Only by creating an adequate
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A Work in Progress: The Phoenix K-e
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Figure 5.1 The Phoenix K-ecosystem
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Figure 5.3 CMDB The Phoenix K-ecosy
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a single page, enables the global t
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ERP Path Traditional ERP software p
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Schemes and Tools for Social Capita
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Table 6.1 Schemes and Tools for Soc
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Table 6.2 CoP participation Company
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Figure 6.2 Figure 6.3 Inferred rela
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Figure 6.4 NetMap Solutions FM Coal
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Schemes and Tools for Social Capita
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eporting through the use of tools f
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Knowledge Management in Practice: M
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Making Technology Work at DaimlerCh
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Figure 7.2 CoPs/Tech Clubs Challeng
Page 158 and 159: combined with NDT (Non-Destructive
Page 160 and 161: except in cases where the nature of
Page 162 and 163: Ready for Take-off: Knowledge Manag
Page 164 and 165: Knowledge Management Infrastructure
Page 166 and 167: We started with daily news content,
Page 168 and 169: that a KM system would bring (for e
Page 170 and 171: Building and Sustaining Communities
Page 172 and 173: assessment or preselect one vendor
Page 174 and 175: Figure 9.1 Guest/ User Expert User
Page 176 and 177: 161 Table 9.1 KM Program 2002-2005
Page 178 and 179: Experiences with Knowledge Communit
Page 180 and 181: how people share knowledge seems to
Page 182 and 183: While John Peetz, Ralph Poole, and
Page 184 and 185: unique to Quickplace, but whatever
Page 186 and 187: • Staff can log in to demonstrati
Page 188 and 189: technology. A key step in the chang
Page 190 and 191: Knowledge Management Processes and
Page 192 and 193: Knowledge Management Processes and
Page 194 and 195: Figure 11.1 Typical structure of a
Page 196 and 197: Phase 3 By 1999, the number of CoPs
Page 198 and 199: segments of the U.S. Navy. Although
Page 200 and 201: The Knowledge Assessment Program fo
Page 202 and 203: a for each department in a company
Page 204 and 205: The Knowledge Assessment Program 18
Page 206 and 207: The Knowledge Assessment Program 19
Page 210 and 211: From the KM Architecture Model surv
Page 212 and 213: Hewlett-Packard: Making Sense of Kn
Page 214 and 215: Hewlett-Packard: Making Sense of Kn
Page 216 and 217: Figure 13.4 outcome Technology enab
Page 218 and 219: Figure 13.5 Hewlett-Packard: Making
Page 220 and 221: • Engage business leaders—Your
Page 222 and 223: Most of New Zealand’s small techn
Page 224 and 225: Figure 14.1 Electronic forums at th
Page 226 and 227: material that they would normally b
Page 228 and 229: The Way Forward A New Zealand Case
Page 230 and 231: The Nursing Leadership Academy on P
Page 232 and 233: The Nursing Leadership Academy on P
Page 234 and 235: Figure 15.1 The Nursing Leadership
Page 236 and 237: 3. Design your user interface for t
Page 238 and 239: KPMG: Leveraging KM Tools for Pract
Page 240 and 241: Knowledge Toolkit This knowledge or
Page 242 and 243: 17 Interorganizational KM: The Expe
Page 244 and 245: The Experience of Australia’s NOI
Page 246 and 247: Two knowledge management tools are
Page 248 and 249: The Experience of Australia’s NOI
Page 250 and 251: Knowledge Strategy in Small Organiz
Page 252 and 253: While the development of the strate
Page 254 and 255: The Office of Small Business, Austr
Page 256 and 257: of Small Business is represented by
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ather than culture based, in retros
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not solely the domain of large busi
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Rolls-Royce plc Rolls-Royce plc is
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A Day in the Life of a Rolls-Royce
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Several expert “people pages” h
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depending on the type of knowledge
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Creativity, the Knowledge Connector
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Figure 20.1 Contract gate The innov
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The Creativity Awareness Model The
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Creativity, the Knowledge Connector
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Figure 20.3 A snapshot from TechOpt
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ativity sessions is best reflected
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Structures Creativity, the Knowledg
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URDV Team Award Creativity, the Kno
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our greatest assets.” The fact is
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Figure 21.1 HR’s intranet: YourNe
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Promoting Empowerment and Knowledge
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manager to control the hiring proce
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Thus, this proxy of a directory of
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Part II
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“A Fool with a Tool Is Still a Fo
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Tools for Knowledge Codification Th
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certain configuration with other to
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Table 22.2 Multidimensional Matrix
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Techbuck Score Card Noted underworl
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Collaboration Software: Evolution a
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ensuring the right level of manager
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Figure 23.3 Synchronous/ real-time
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Figure 23.5 Instant messaging and c
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Over the next two years, we will co
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Complementary Partners, Reinforcing
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the mission of remaining aware and
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9. Counterintelligence and informat
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important if the scope will cover j
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Evolution of Knowledge Portals* Hei
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pleted to finish the task. You can
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sales force automation (SFA), or su
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Figure 25.1 General Portals Excite.
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tional efficiency. The goal was to
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Introduction Stories that describe
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From e-Learning to e-Knowledge 323
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• Next generation Internet techno
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core to the way we learn and develo
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Social Network Analysis in the KM T
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goals and uses of analyzing the con
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Using a Network Map for Diagnosis a
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7. Target areas where insufficient
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Figure 27.4 The resulting survey ne
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Figure 27.5 Network analysis showin
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Figure 27.7 A focused view into gro
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“outlier” from the team in the
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Trends in Social Software Social Ne
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28 Approach to KM* Selforganization
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Table 28.1 Self-organization: Takin
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At the University of California, Lo
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Emotional Intelligence in the Workp
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Table 28.3 continued Analyzing info
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Self-organization: Taking a Persona
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Self-organization: Taking a Persona
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ing, collaborate with colleagues, a
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Part III
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Tools for Tapping Expertise in Larg
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experiences and learning), and the
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well an instrument works is typical
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Figure 29.2 Tools for Tapping Exper
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Tools for Tapping Expertise in Larg
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Integration not only renders the EK
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Mapping the EKN to relevant existin
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Figure 30.1 Entopia Knowledge Locat
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Space and Naval Warfare Systems Cen
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Integrated KM Solutions: The Experi
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Effective Knowledge Management for
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Relationship knowledge also comes i
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There are two technologies in commo
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Effective Knowledge Management for
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Leveraging Content in Enterprise Kn
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From Transactional to Knowledge Wor
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Leveraging Content in Enterprise Kn
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Figure 32.1 A visualization can pro
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Figure 32.3 The document level view
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customers, or to retain or destroy
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Structured Knowledge: The Key to Op
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The Key to Optimal Contact Center E
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The Key to Optimal Contact Center E
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About the Contributors Patti Anklam
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About the Contributors 413 has co-a
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About the Contributors 415 Stephen
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About the Editor Madanmohan Rao, a
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Index A ABB. See Asea Brown Boveri
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CNA insurance, 365, 369 Cohesion, d
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personnel rotation around strategic
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Finding versus using, leveraging co
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Intraspect, 351 Investment, return
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frameworks of, 33-44 at Fuji-Xerox,
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Legal discovery, leveraging content
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Online communities, 132 of practice
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Rolls-Royce plc, 246-254 benchmarki
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Time changes in social network evol
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